The Two Faces of Uncertainty Avoidance: Attachment and Adaptation

Baker, David S.; Carson, Kerry D.

doi:10.21818/001c.17633

Cited by 24 publications

(11 citation statements)

References 52 publications

(44 reference statements)

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“…Thus, the desire for predictability typical of these cultural models enhances employees' tendency to adopt problem-focused strategies in order to avoid larger negative consequences and their repetition in the long run (secondary prevention), although enacting employees' negative affect (strain) toward undesirable events. This result also adds to the uncertainty avoidance literature, supporting conceptualizations of this cultural feature regarding its possible adaptive function, rather than being strictly oriented to predictability (Baker & Carson, 2011;Schneider & De Meyer, 1991). The hypothesized uncertainty avoidance-risk negative relationship was not supported.…”

Section: Discussionsupporting

confidence: 62%

“…Specifically, we hypothesized that employees tend to preserve clear and effective operative standards to monitor their work performance for error refrain, and to quickly detect them once they occur (that is, a significant and positive uncertainty avoidance-thinking relationship). In these cultures, employees also feel free to communicate with colleagues to solve negative consequences (Baker & Carson, 2011), being more oriented towards asking for help (that is, a significant and positive uncertainty avoidance-communication relationship).…”

Section: The Role Of Hofstede's Cultural Factorsmentioning

confidence: 99%

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Error orientation at work: Dimensionality and relationships with errors and organizational cultural factors

2020

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Making errors represents a stressful event, and the way errors are dealt with are significantly influenced by individuals' error orientation. Drawing on the stress literature, scholars have identified several dimensions underpinning error orientation construct. Nevertheless, empirical studies have overlooked the construct complexity and do not provide clear theoretical anchors for its operationalization. This study aims to contribute to the error orientation literature by proposing and empirically testing a theoretical framework that integrates stress and attitude theories, on a sample of 443 employees. Specifically, we examined the error orientation facets' relationships with both two Hofstede's cultural factors (i.e., power distance and uncertainty avoidance) and work errors (i.e., slips/lapses and mistakes types). Findings from the test of alternative models and from a structural equation model showed the uniqueness of each facet, also in relation to additional study variables, supporting the relevance of adopting this twofold theoretical framework in order to better understand the nature of each facet.

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Section: Discussionsupporting

confidence: 62%

Section: The Role Of Hofstede's Cultural Factorsmentioning

confidence: 99%

Error orientation at work: Dimensionality and relationships with errors and organizational cultural factors

2020

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“…After undergoing formal training that is regarded as unsatisfactory and/or unuseful, learners with high uncertainty avoidance might perform compensating actions to reduce the uncertainty (Baker and Carson, 2011) because they are uncomfortable within this situation (Hofstede, 2011). Thus, one's own efforts (e.g.…”

Section: Perceived Satisfaction and Utility As Variables Of Reflectionmentioning

confidence: 99%

Understanding learning spillover: the major role of reflection in the formal–informal learning interaction within different cultural value settings

Richter

Kortsch²,

Kauffeld

2020

JWL

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Purpose This study uses a holistic approach to learning at work to examine the role of reflection in the formal–informal learning interaction. The purpose of this study is to investigate how the reflection on a formal training affects the subsequent informal learning activities. This study also aims to provide insights into the effects of national culture values (in terms of uncertainty avoidance) on learning in the context of a globalized world of work. Design/methodology/approach In a longitudinal study, 444 employees working for a global acting automotive company located in 6 countries were surveyed 2 times (4–6 weeks between both measurements). Participants reflected on a training they participated in (t1: satisfaction and utility) and indicated their informal learning activities (t2). Structural equation modelling was used to investigate the effect of the reflection of training (t1) on the proceeding use of informal learning strategies (t2) and how uncertainty avoidance affects the use of different learning forms. Findings Results show a spillover effect: when employees reflect a formal training and rate it as satisfying, more use of informal learning proceeds. No effects were found for utility. Uncertainty avoidance had direct effects: high uncertainty avoidance results in better evaluations and more informal learning. Furthermore, uncertainty avoidance had an indirect effect on informal learning via reflection. Originality/value To the best of the authors’ knowledge, this study is the first to investigate the formal–informal learning interaction longitudinally and to introduce reflection as a mediator within this process. Furthermore, the study provides evidence that uncertainty avoidance is an important factor for formal and informal learning in the globalized world of work.

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“…People with high uncertainty typically have strong tendencies towards organizational compliance and conscientiousness (Cohen, 2006; Lin and Ho, 2010). In line with the underlying premise of P-E fit theory, high uncertainty avoidance leads to stronger adaptation to the environment (Baker and Carson, 2011); hence, individuals with high uncertainty avoidance should embrace emotional labour more readily because it enables them to reduce uncertainty (Morris and Feldman, 1996). To the contrary, Matsumoto (2006) found that FLEs with low uncertainty avoidance engage in more emotion regulation because they do not feel threatened by ambiguity and the unknown.…”

Section: Conceptual Modelmentioning

confidence: 82%

Service models and culture: impact on work behaviours

Mathies

Lee

Wong

2018

JSM

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Purpose Service employees’ cultural values play an integral part in the service encounter. The purpose of this study is to investigate whether frontline employees’ (FLEs) individual cultural values moderate the relationship between service models and work behaviours and whether these behaviours influence their psychological well-being. Design/methodology/approach Data were collected online from 341 US and Indian respondents who spent at least 40 per cent of their work time interacting with customers. Cultural values were measured as individual-level constructs. Partial least squares structural equation modelling was used to test hypotheses. Findings Individualism/collectivism significantly moderates the relationship between service models and work-related outcome, in particular organisational citizenship behaviour (OCB), while uncertainty avoidance does not. Collectivism strengthens the positive linkage between the win-win service model and OCB but weakens the association of OCB with the efficiency model. FLEs with the win-win model display more surface acting when they have low uncertainty avoidance and high power distance. Employee psychological well-being is then influenced negatively by surface acting, but positively by OCB. Research limitations/implications A more varied sample covering additional countries and a wider range of industries could provide additional insights. Practical implications The results of this study are particularly beneficial for service firms that require to satisfy customers by managing culturally diverse FLEs. Originality/value Extending the limited research on service models, this study examines the interplay of culture and service models and its impact on FLE work behaviours and the resultant well-being. The findings thus provide greater insights in how service employees’ cultural orientations influence their work behaviours and psychological well-being.

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The Two Faces of Uncertainty Avoidance: Attachment and Adaptation

Cited by 24 publications

References 52 publications

Error orientation at work: Dimensionality and relationships with errors and organizational cultural factors

Error orientation at work: Dimensionality and relationships with errors and organizational cultural factors

Understanding learning spillover: the major role of reflection in the formal–informal learning interaction within different cultural value settings

Service models and culture: impact on work behaviours

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